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This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US‐originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way.

The authors adopted a qualitative approach. In particular, through a semi‐structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding.

The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value‐addition to the business. In contrast, managing diversity in India is of greater significance for firms, both legally and financially. Compared with their Chinese counterparts, the Indian managers are much more familiar with the notion of diversity. They are more informed and articulate about diversity issues in their country and organization. DM as a softer approach to human resource management (HRM) has yet to feature as an espoused HR strategy in Chinese and Indian firms.

The paper shows that the starting point and the process of DM in the Chinese and Indian contexts are different from that in the Western contexts. Institutional contexts and cultural traditions are essential to understanding DM issues and likely solutions. Small sample size in the study may limit the generalization of the findings.

The paper has a number of implications for Western multinational corporations that have operations in China and India and intend to adopt a global HR strategy and roll out their DM initiatives to subsidiaries in different parts of the world. It also has implications for Chinese and Indian owned multinational companies operating in the western contexts.

Sources of discrimination and inequality at both macro and micro levels were identified in China and India. The paper also highlights areas for DM to improve leadership skills and organizational performance. The findings may inform policy making and the formulation of organizational strategy, contributing to the elimination of inequality and enhancing employee commitment and productivity.

The paper fills a gap in the DM literature on China and India through a comparative lens. It highlights the contextual differences in political, economic, cultural and social aspects between China and India and between these two and the Western contexts, including the USA and the UK, where the concept of DM as part of the strategic HRM was originated and popularized.

The purpose of this paper is to examine developments in the field of organizational change (OC) with reference to the context of India. It highlights the need to analyze this topic in the present Indian economic environment and discusses the main developments reported in the Indian literature on the same.

Empirical evidence based on a qualitative analysis of a case study undertaken at a public‐private partnership transformation at North Delhi Power Limited (NDPL) in India is presented.

The findings focus on trust building and belongingness for the employees, establishing a high‐performance orientation, quality improvements, and the resultant transformations at NDPL. The analysis indicates a number of ways by which NDPL sought to improve its efficiency in order to better adapt to the rapidly changing Indian business environment.

Based on the findings, the paper identifies key messages for policy makers and change agents regarding how to transform companies in the rapidly changing business contexts of emerging markets such as India.

The paper offers an in‐depth analysis of OC practices in a large organization in India.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

When the World Bank and the IMF agreed to bail out India in 1991, along with that rescue came the condition that the country had to liberalize its economy. That resulted in sudden increased levels of international competition for Indian firms. Issues of HRM increased in importance, with the firms’ adoption of strategies of expansion, diversification, turnaround, and internationalization. With the human resources function under severe pressure to bring about large-scale structural change in order to cope with these challenges, the core focus of the Indian HR function has been the development of their human resources in order to implement major organizational change.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

This paper aims to discuss the role of HR in organizational change at Indian electricity‐distribution company NDPL.

Examines the state of NDPL before the changes, the reforms that were needed, how they were implemented and the results they have achieved.

Highlights they key role of communication and trust building in major organizational‐change initiatives.

Emphasizes the need for HR departments to move beyond traditional training and development activities and to engage in the internal marketing of organizational change.

Identifies key messages for policymakers and change agents about how to transform companies in the rapidly changing business contexts of emerging markets such as India.

Offers detailed analysis of organizational‐change practices in a large organization in India.

The purpose of this paper is to explore the wide‐ranging nature of organizational change research and practice with reference to the diverse context of Asia.

Specific reviews of literature are highlighted which have identified the relative dearth of research which could be used to inform the theory and practice of management in Asia. The paper proceeds to offer an overview of the four papers included in this themed section on organizational change in Asia.

After reviewing the four papers, a summary is presented of two key themes which emerge from this body of work, that is, in the process of considering various aspects of organizational change in Asia, the four papers tend to place a relatively heavy emphasis upon the ownership of organizations, and issues directly associated with human resource management. These two themes are identified as recommended areas for future research.

This paper provides an introduction to the themed section on perspectives on organizational change in Asia.